The bad performance of neurotic employees: A matter of job satisfaction and workaholism

The present chapter investigates the role of neuroticism as antecedent of job performance. While the direct effect of neuroticism on job performance is well established, little attention was dedicated to the indirect effects. In the current research it was hypothesized that the effect of neuroticism on job performance would be mediated by job satisfaction and that the relationship between job satisfaction and job performance would be moderated by workaholism. The findings confirmed that neuroticism decreased the level of job performance through the negative effect on job satisfaction. Even more interesting is the role played by workaholism. Indeed, employees with high level of job satisfaction exhibited a better job performance in case of low workaholism, while employees characterized by low level of job satisfaction and high workaholism reported the lowest levels of job performance. These results provide new directions for organizational interventions aimed to prevent the impact of neuroticism on job performance through the enhancement of job satisfaction. Moreover, they indicate the relevance of intervention strategies to prevent and treat workaholism.